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True, a virtual team approach with fewer face-to-face meetings might be logistically easier, but it will not in the long-term create a cohesive organizational culture. Human resource staff is available at present to conduct team building exercises to create a greater sense of singular organizational culture, which would be ideal as soon as possible
An even better solution than teams, virtual or otherwise, would be constructing a matrix organization, which would retain some of the functional structure currently under operation. In this structure, every worker reports his or her functional manager as well as to a program manager. But although workers in different sub-specialties...
This creates more cohesion in the long run. True, complexity can raise the potential for greater conflicts, but the ability to reorganize and to create a more flexible and creative organization at this juncture seems like too great an opportunity to miss. A combined approach, to note briefly, seems to generate fewer demonstrable additional benefits to a matrix approach, so creating a matrix-like organization to merge the two entities would seem like the best available option.
Virtual Teams Resolving the Dilemmas of Teamwork in Virtual Teams The continual adoption of virtual teams by enterprises globally are making the dilemmas of teamwork more challenging than ever, exacerbated by cultural, distance and time constraints. These dilemmas are made all the more challenging based on the pace of change accelerating, uncertainty over economic conditions and the continual turbulence in global economies. Further complicating virtual teams is the lack of transparency within
Virtual Team Management What would be the best way to structure this large virtual team? Virtual teams are unique in that they possess the ability to transcend typical geographic boundaries. This innate characteristic allows the team to be both more productive and efficient in regards to their overall objectives. With 300 individuals however, the task of effective organization can be daunting. This is particularly true, as each member will only be working
Virtual Team Coordination Communication is more difficult for a virtual team because relationships are more geographical distributed, more asynchronous, temporary, more multicultural, and more likely to extend outside the organization (Kokko, Mar 2007). Collocated teams are demographically located, members have usually worked together for a period of time and already know each other, which help to build relationships, and meetings are face-to-face interaction. Virtual teams may not have face-to-face interactions, which
When portals are designed to the specific requirements of Web 2.0 design objectives, companies with virtual teams are finding they can attain higher levels of shared task ownership as well. This is because there are significantly greater levels of trust overall throughout an organization based on the collective contributions of every member of a virtual and in-office team when they share their knowledge and information together (Mancini, 2010). Portals
It would have been much better to have had online tools including a real-time blackboard or electronic space to write down and share files in real-time without having to wait on e-mail for everyone to get the attachments. Also, the ability to collaborate in real time, the next step in the virtual team process, would have been much more effective with better electronic tools. This also parallels with the
Team Leadership Virtual Communication and Team Leadership In "So far, so good: Even physical distance can't stop your employees from going above and beyond" author Robert McGarvey considers the growing popularity of virtual teams and considers the factors necessary to making a virtual team successful. The article provides useful information on the potential benefits of virtual teams that could assist community groups or organizations in considering how they operate. The article also